The influence of the Five Factor Model of personality on the perceived effectiveness of executive coaching

• Main Authors: Rebecca J. Jones, Stephen A. Woods, Emily Hutchinson
• Format: Article
• Language: English
• Published: Oxford Brookes University 2014-08-01
• Series: International Journal of Evidence Based Coaching and Mentoring
• Subjects: Executive coaching; personality; effectiveness; extraversion
• Online Access: https://radar.brookes.ac.uk/radar/file/122ac5f8-7445-4280-8aa4-e3a14a38dce2/1/vol12issue2-paper-08.pdf

Limited research attention has been paid to influences on executive coaching effectiveness. This study explores whether a relationship exists between the Five Factor Model of personality and coachee perceptions of effectiveness of executive coaching. Thirty coachees completed a cross sectional survey measuring personality using scales from the International Personality Item Pool (Goldberg, 1999). There was a significant positive relationship between extraversion and perceived coaching effectiveness. The findings have implications for organisations when considering whether their employees are suited to the development interventions on offer and whether the intervention will subsequently provide a good return on investment. Our study also contributes to the emerging literature on antecedents of coaching effectiveness by examining core aspects of individual differences.